The document discusses six attributes of efficient OEMs: focused, agile, differentiated, responsive, flexible, and scalable. It provides examples of each attribute using quotes from various OEMs. The key points are that efficient OEMs leverage partnerships like Dell for support services so they can focus on their core competencies, quickly expand into new markets, offer differentiated customer service, provide responsive support, offer flexible support options, and scale support operations through reliable third-party relationships.
Ukessays.com the outsourcing fundamentals for dell computersMai Ngoc Duc
Dell outsourced its technical support operations to Stream Global Services in India. However, over time the quality of service declined as Stream struggled to handle the large volume of customers. This led to lost sales and market share for Dell. Dell then ended its contract with Stream and brought technical support back in-house. Outsourcing technical support was deemed a failure because it was a core competency for Dell and critical for customer satisfaction. Future outsourcing should focus on short-term contracts, quality over price, confidentiality agreements, and potentially offshoring rather than outsourcing core functions.
Dell is working on going private through a buyout by Michael Dell and private investment firms, which could allow Dell to adapt more freely away from public scrutiny. However, Dell faces threats from new technologies like tablets that are replacing laptops, as well as trade barriers and increasing costs. Younger customers also prefer branded products like iPads over Dell's customizable PCs. Overall, Dell needs to focus on manufacturing parts to cut costs, expanding into emerging markets, and developing new technologies to compete with tablets in order to strengthen its position long-term.
1) Michael Dell revolutionized the PC industry in the 1980s by starting Dell Computer Corporation and pioneering the direct sales model, eliminating resellers to pass savings directly to customers.
2) Key to Dell's success was understanding customer needs, offering high-performance PCs at lower prices through efficient manufacturing and supply chain processes.
3) Dell continued innovating through the 1990s and 2000s by expanding product lines, global operations, and online customer services while maintaining a focus on rapid response to market changes and customer feedback.
The document discusses Dell's operations and strategy in China. It provides background on Dell, including that it entered China in 1995 and started focusing on the country in 1998. It then summarizes Dell's external and internal analysis for China, including Porter's Five Forces analysis identifying intense competitive rivalry and threats from new entrants. The SWOT analysis identifies strengths like Dell's reputation and manufacturing plant, but weaknesses in lacking a low-cost advantage. It recommends Dell expand and defend its position in China's high-end corporate PC market while preparing for the growing consumer and low-end segments.
Dell was founded in 1984 by Michael Dell and is known for innovations in supply chain management. It sells computer systems directly to customers, eliminating retailers and allowing Dell to build each system to order. Dell has over 65 suppliers globally and chooses large suppliers that can keep up with demands. It uses a build-to-order model with factories having only 7 hours of inventory and materials sent directly to assembly lines. Dell localizes production and parts sourcing near its assembly plants to optimize supply chains.
Dell uses a direct sales and build-to-order model that allows it to develop an exceptional supply chain. Dell maintains close relationships with customers to understand demand and suppliers to exchange information. This allows Dell to keep inventory levels low and ensure products meet market needs. Dell also competes directly with retailers by allowing customization, rapid production, and lower prices without brick-and-mortar costs. To reduce the "bullwhip effect", Dell shares order information with suppliers in real-time through a web portal so they can align production closely with actual customer demand.
Dell implemented a new business model where it converted its operations to build-to-order and eliminated inventories through just-in-time systems. This allowed Dell to integrate new technologies quickly and maintain low inventory levels. Dell also began selling directly to consumers. By putting supply chain capabilities at the core of its strategy, Dell developed superior supply chain management that improved efficiency. However, Dell had to make strategic tradeoffs to align its functions with this new business model.
Dell pioneered a direct sales model that eliminated retailers. This allowed Dell to customize PCs based on customer orders, maintain low inventory levels, and quickly incorporate new components. Dell also directly partnered with suppliers to gain supply chain efficiencies. However, Dell may need to provide more diverse products and consider indirect sales channels or mediators to supplement its direct model.
Ukessays.com the outsourcing fundamentals for dell computersMai Ngoc Duc
Dell outsourced its technical support operations to Stream Global Services in India. However, over time the quality of service declined as Stream struggled to handle the large volume of customers. This led to lost sales and market share for Dell. Dell then ended its contract with Stream and brought technical support back in-house. Outsourcing technical support was deemed a failure because it was a core competency for Dell and critical for customer satisfaction. Future outsourcing should focus on short-term contracts, quality over price, confidentiality agreements, and potentially offshoring rather than outsourcing core functions.
Dell is working on going private through a buyout by Michael Dell and private investment firms, which could allow Dell to adapt more freely away from public scrutiny. However, Dell faces threats from new technologies like tablets that are replacing laptops, as well as trade barriers and increasing costs. Younger customers also prefer branded products like iPads over Dell's customizable PCs. Overall, Dell needs to focus on manufacturing parts to cut costs, expanding into emerging markets, and developing new technologies to compete with tablets in order to strengthen its position long-term.
1) Michael Dell revolutionized the PC industry in the 1980s by starting Dell Computer Corporation and pioneering the direct sales model, eliminating resellers to pass savings directly to customers.
2) Key to Dell's success was understanding customer needs, offering high-performance PCs at lower prices through efficient manufacturing and supply chain processes.
3) Dell continued innovating through the 1990s and 2000s by expanding product lines, global operations, and online customer services while maintaining a focus on rapid response to market changes and customer feedback.
The document discusses Dell's operations and strategy in China. It provides background on Dell, including that it entered China in 1995 and started focusing on the country in 1998. It then summarizes Dell's external and internal analysis for China, including Porter's Five Forces analysis identifying intense competitive rivalry and threats from new entrants. The SWOT analysis identifies strengths like Dell's reputation and manufacturing plant, but weaknesses in lacking a low-cost advantage. It recommends Dell expand and defend its position in China's high-end corporate PC market while preparing for the growing consumer and low-end segments.
Dell was founded in 1984 by Michael Dell and is known for innovations in supply chain management. It sells computer systems directly to customers, eliminating retailers and allowing Dell to build each system to order. Dell has over 65 suppliers globally and chooses large suppliers that can keep up with demands. It uses a build-to-order model with factories having only 7 hours of inventory and materials sent directly to assembly lines. Dell localizes production and parts sourcing near its assembly plants to optimize supply chains.
Dell uses a direct sales and build-to-order model that allows it to develop an exceptional supply chain. Dell maintains close relationships with customers to understand demand and suppliers to exchange information. This allows Dell to keep inventory levels low and ensure products meet market needs. Dell also competes directly with retailers by allowing customization, rapid production, and lower prices without brick-and-mortar costs. To reduce the "bullwhip effect", Dell shares order information with suppliers in real-time through a web portal so they can align production closely with actual customer demand.
Dell implemented a new business model where it converted its operations to build-to-order and eliminated inventories through just-in-time systems. This allowed Dell to integrate new technologies quickly and maintain low inventory levels. Dell also began selling directly to consumers. By putting supply chain capabilities at the core of its strategy, Dell developed superior supply chain management that improved efficiency. However, Dell had to make strategic tradeoffs to align its functions with this new business model.
Dell pioneered a direct sales model that eliminated retailers. This allowed Dell to customize PCs based on customer orders, maintain low inventory levels, and quickly incorporate new components. Dell also directly partnered with suppliers to gain supply chain efficiencies. However, Dell may need to provide more diverse products and consider indirect sales channels or mediators to supplement its direct model.
DELL utilizes a build-to-order supply chain strategy where customer orders trigger product assembly. This approach keeps inventory costs low and allows for fast responses to demand changes. DELL also sells directly to customers rather than through retailers. This direct sales model creates efficiencies and strong customer relationships. DELL carefully manages demand across strategic, tactical, and operational levels. Accurate demand forecasting is crucial to DELL's supply chain success. Integration with suppliers also provides benefits while allowing partners to focus on their specializations.
This document outlines a case study analysis conducted by a group of MBA students at the University of Nairobi on Dell Computer Corporation. It provides background on Dell's founding and rapid growth to become a leading PC manufacturer through strategies like its direct sales model. The students analyze Dell's top management team and strategic formulation and implementation. They discuss key strategic issues Dell faced like customization, outsourcing, and direct marketing. The document aims to critically evaluate Dell's strategies and their effectiveness in achieving its goals.
This document discusses Central Crude, an oil and gas company, implementing a new automation solution for their fleet of crude oil trucks. Central Crude will pilot TouchStar's CrudePac mobility software integrated with WolfePak's back office software. The new system aims to [1] reduce paperwork, [2] improve DOT compliance, [3] speed up billing, and [4] provide better visibility of crude oil markets. Central Crude expects the pilot program to be successful and potentially automate their water hauling fleet as well.
Dell pioneered a direct sales model that eliminated retail partners and focused on building PCs to order. This allowed Dell to cut costs, reduce inventory, and increase speed of fulfillment. Dell also segmented customers and focused on more profitable segments like large business customers. Dell was an early adopter of the internet, using the web to further increase efficiency and build relationships with suppliers and customers.
Case study of Competitive advantage at Dell IncMehvish Rehman
Dell's manufacturing sites are located strategically for competitive advantage. Locations include Brazil, China, Malaysia, Ireland and the US, which provide low costs and access to important regional markets. Outsourcing production allows Dell to focus on pricing, customization, and rapid order fulfillment. This gives Dell the lowest inventory levels in the industry through replacing physical inventory with information systems. While other companies attempt to imitate Dell's model, the required managerial skills are difficult to develop. Low costs from efficient operations and supply chain management provide Dell a competitive advantage, though continuous improvement is needed against imitation.
Phân tích, đánh giá chuỗi cung ứng PC và Laptop của Dell , phiên bản report
Nhóm thực hiện: Đăng Chí - Sơn Lâm - Ngọc Châu - Đức Huy
Đại Học FPT - Cơ sở Hồ Chí Minh
Dell Computer Inc. was founded in 1984 by Michael Dell when he was 19 years old. He started the company by buying excess inventory from retailers, adding features, and reselling PCs out of his car. Dell grew rapidly in the 1980s and 1990s to become an internationally known brand, known for its direct business model and competitive pricing. However, in the 2000s Dell began facing more competition as the PC market became commoditized. Dell has since shifted more towards enterprise services and solutions while also closing manufacturing plants and outsourcing production to remain competitive. The strategy audit evaluates Dell's vision, mission, corporate governance, and external factors like regulations to provide an overview of the company.
Dell's core strategy elements included build-to-order manufacturing, mass customization, just-in-time inventory, direct sales, customer service and information sharing with suppliers and customers. Dell formed partnerships with suppliers to gain access to components on an as-needed basis and shared production schedules to facilitate just-in-time delivery. Dell also directly shared extensive information with customers through customized websites to provide customer service and gain insights into customer needs. This virtual integration and information sharing approach allowed Dell to minimize inventory and quickly fulfill custom orders.
The document is a presentation that outlines Dell's history and supply chain strategies. It discusses Dell's founding in 1984 and key milestones as it became the #1 PC maker such as launching their website in 1994. It describes Dell's build-to-order model and how they optimized their supply chain through just-in-time inventory and close relationships with suppliers. The presentation notes challenges Dell faced in the 2000s and recommendations for improving customer uncertainty and competition.
The document discusses 5 companies - Speakeasy Original, Dell Computers, Subway, Edible Arrangements, and Patton's Metal Working Solutions - and whether their products are make-to-order. It finds that Speakeasy Original and Edible Arrangements offer true make-to-order products where customers can fully customize specifications, while Dell and Subway use an assemble-to-order model with limited customization options. Patton's offers both standard and make-to-order products depending on customer needs. The reasons for offering make-to-order include adding value, customization, and meeting precise customer specifications.
- Michael Dell founded Dell Computer Corporation in 1984 with $1000 and grew it to a $58.2 billion company, becoming the #1 PC seller in the US and #2 worldwide by 1999.
- Dell pioneered a build-to-order model that eliminated retailers and middlemen, allowing it to customize PCs according to customer specifications and reduce inventory costs.
- Key to Dell's success was its inventory management system using "revolvers" owned by suppliers that kept a small inventory near Dell's assembly plants to rapidly fulfill orders.
Dell conducted internal and external audits to analyze its strengths, weaknesses, opportunities, and threats. Internally, Dell has growing market share and a build-to-order approach but lacks product breadth and in-house repair services. Externally, opportunities exist in customization and weak competitors, but tablets and smartphones threaten Dell's market. After analyzing these factors, Dell is performing well but must adapt to changes in technology to remain the leading computer company.
Dell Computers (A) : Field Service for Corporate Clients Vijay Somu
Dell is considering expanding into the large server business by outsourcing field service to Decision One. This would allow Dell to leverage Decision One's experience while maintaining its strategy of outsourcing non-core functions. Financial projections estimate an initial loss of $38 million but profitability going forward. Outsourcing to Decision One is determined to be the best option to support the new large server business while maintaining Dell's customer-centric and low-cost business model.
Dell Computer Corporation exemplifies the principles of a Zero Time organization through its extraordinary growth and success. Dell eliminated middlemen through its build-to-order strategy where customers order PCs directly from Dell. This strategy allowed Dell to understand customer needs directly and adapt quickly to changes. Dell also practiced just-in-time manufacturing with minimal inventory. Coordination and constant change are core management principles at Dell to prevent suboptimization and respond rapidly to a changing environment.
The document discusses the fundamentals of in-house versus hosted EDI integration methodologies. It outlines the key components of an in-house solution, such as communication services, EDI translation software, mapping software, integration software, and staffing needs. It also outlines the key components of a hosted solution, such as pre-built connectivity and translation standards. The document provides considerations for selecting a hosted services provider, including decision support, connectivity options, infrastructure, integration tools, change management processes, and more. It aims to help readers understand the advantages and costs of each approach to determine the best solution.
Dell pioneered the concept of virtual integration, where it coordinates with strategic partners to assemble computers rather than vertically integrating and producing every component itself. This allows Dell to focus on adding value through customer service while leveraging others' investments. Key benefits for Dell include bringing products to market faster than competitors, offering extensive customization, attracting large business customers, reducing costs which it passes on to consumers, and achieving industry-leading growth and market share as a result.
Dell's direct sales model allowed it to achieve several strategic advantages over competitors. By eliminating resellers, Dell reduced costs and was able to pass on savings to customers. Dell also maintained very low inventory levels and collaborated closely with suppliers to achieve just-in-time manufacturing. This allowed Dell to quickly customize products for customers and respond rapidly to problems. Dell's build-to-order and mass customization approach positioned it for success as the PC industry grew rapidly in the 1990s.
The document provides an analysis of Dell's business strategies and competitive environment. It includes an overview of Dell's history and operations, vision and mission statements, internal and external environmental analyses using SWOT, TOWS and PEST frameworks, value chain analysis of Dell's competitive advantages, and a discussion of Dell's strategic approaches and competitors. The analysis aims to evaluate Dell's strategic position in the global technology market.
The document discusses how leading financial market firms are re-engineering their operations to respond to volatile market conditions and increased regulatory requirements. It finds that these "Leader" firms design their operating models to be more client-focused, agile, scalable, and collaborative. They excel at both innovation and compliance and outperform other firms by bringing together their front, middle, and back offices to better serve customers.
1. The document provides a history of Dell and its business strategies from 1996 to present. It discusses Dell's transition to a build-to-order model and virtual company structure to outsource non-core activities.
2. It also summarizes Bharti Airtel's strategy to partner with other companies to manage its IT infrastructure and contact centers in order to focus on customer service and rapid growth in India.
3. Both companies emphasize flexibility and using technology/outsourcing to efficiently adapt to customer needs and market changes while maintaining low costs.
The operations manager oversees all aspects of a company's production process including workflow, staffing, supply chain management, and financial oversight. They ensure production meets quality standards and is completed efficiently. For example, an HR operations manager creates the HR department budget, develops policies and training, monitors systems, and ensures legal compliance. Manufacturing produces physical goods while services are intangible. Services are produced on demand for customers while manufacturing maintains inventory. Manufacturing can automate production more than services which rely on labor.
DELL utilizes a build-to-order supply chain strategy where customer orders trigger product assembly. This approach keeps inventory costs low and allows for fast responses to demand changes. DELL also sells directly to customers rather than through retailers. This direct sales model creates efficiencies and strong customer relationships. DELL carefully manages demand across strategic, tactical, and operational levels. Accurate demand forecasting is crucial to DELL's supply chain success. Integration with suppliers also provides benefits while allowing partners to focus on their specializations.
This document outlines a case study analysis conducted by a group of MBA students at the University of Nairobi on Dell Computer Corporation. It provides background on Dell's founding and rapid growth to become a leading PC manufacturer through strategies like its direct sales model. The students analyze Dell's top management team and strategic formulation and implementation. They discuss key strategic issues Dell faced like customization, outsourcing, and direct marketing. The document aims to critically evaluate Dell's strategies and their effectiveness in achieving its goals.
This document discusses Central Crude, an oil and gas company, implementing a new automation solution for their fleet of crude oil trucks. Central Crude will pilot TouchStar's CrudePac mobility software integrated with WolfePak's back office software. The new system aims to [1] reduce paperwork, [2] improve DOT compliance, [3] speed up billing, and [4] provide better visibility of crude oil markets. Central Crude expects the pilot program to be successful and potentially automate their water hauling fleet as well.
Dell pioneered a direct sales model that eliminated retail partners and focused on building PCs to order. This allowed Dell to cut costs, reduce inventory, and increase speed of fulfillment. Dell also segmented customers and focused on more profitable segments like large business customers. Dell was an early adopter of the internet, using the web to further increase efficiency and build relationships with suppliers and customers.
Case study of Competitive advantage at Dell IncMehvish Rehman
Dell's manufacturing sites are located strategically for competitive advantage. Locations include Brazil, China, Malaysia, Ireland and the US, which provide low costs and access to important regional markets. Outsourcing production allows Dell to focus on pricing, customization, and rapid order fulfillment. This gives Dell the lowest inventory levels in the industry through replacing physical inventory with information systems. While other companies attempt to imitate Dell's model, the required managerial skills are difficult to develop. Low costs from efficient operations and supply chain management provide Dell a competitive advantage, though continuous improvement is needed against imitation.
Phân tích, đánh giá chuỗi cung ứng PC và Laptop của Dell , phiên bản report
Nhóm thực hiện: Đăng Chí - Sơn Lâm - Ngọc Châu - Đức Huy
Đại Học FPT - Cơ sở Hồ Chí Minh
Dell Computer Inc. was founded in 1984 by Michael Dell when he was 19 years old. He started the company by buying excess inventory from retailers, adding features, and reselling PCs out of his car. Dell grew rapidly in the 1980s and 1990s to become an internationally known brand, known for its direct business model and competitive pricing. However, in the 2000s Dell began facing more competition as the PC market became commoditized. Dell has since shifted more towards enterprise services and solutions while also closing manufacturing plants and outsourcing production to remain competitive. The strategy audit evaluates Dell's vision, mission, corporate governance, and external factors like regulations to provide an overview of the company.
Dell's core strategy elements included build-to-order manufacturing, mass customization, just-in-time inventory, direct sales, customer service and information sharing with suppliers and customers. Dell formed partnerships with suppliers to gain access to components on an as-needed basis and shared production schedules to facilitate just-in-time delivery. Dell also directly shared extensive information with customers through customized websites to provide customer service and gain insights into customer needs. This virtual integration and information sharing approach allowed Dell to minimize inventory and quickly fulfill custom orders.
The document is a presentation that outlines Dell's history and supply chain strategies. It discusses Dell's founding in 1984 and key milestones as it became the #1 PC maker such as launching their website in 1994. It describes Dell's build-to-order model and how they optimized their supply chain through just-in-time inventory and close relationships with suppliers. The presentation notes challenges Dell faced in the 2000s and recommendations for improving customer uncertainty and competition.
The document discusses 5 companies - Speakeasy Original, Dell Computers, Subway, Edible Arrangements, and Patton's Metal Working Solutions - and whether their products are make-to-order. It finds that Speakeasy Original and Edible Arrangements offer true make-to-order products where customers can fully customize specifications, while Dell and Subway use an assemble-to-order model with limited customization options. Patton's offers both standard and make-to-order products depending on customer needs. The reasons for offering make-to-order include adding value, customization, and meeting precise customer specifications.
- Michael Dell founded Dell Computer Corporation in 1984 with $1000 and grew it to a $58.2 billion company, becoming the #1 PC seller in the US and #2 worldwide by 1999.
- Dell pioneered a build-to-order model that eliminated retailers and middlemen, allowing it to customize PCs according to customer specifications and reduce inventory costs.
- Key to Dell's success was its inventory management system using "revolvers" owned by suppliers that kept a small inventory near Dell's assembly plants to rapidly fulfill orders.
Dell conducted internal and external audits to analyze its strengths, weaknesses, opportunities, and threats. Internally, Dell has growing market share and a build-to-order approach but lacks product breadth and in-house repair services. Externally, opportunities exist in customization and weak competitors, but tablets and smartphones threaten Dell's market. After analyzing these factors, Dell is performing well but must adapt to changes in technology to remain the leading computer company.
Dell Computers (A) : Field Service for Corporate Clients Vijay Somu
Dell is considering expanding into the large server business by outsourcing field service to Decision One. This would allow Dell to leverage Decision One's experience while maintaining its strategy of outsourcing non-core functions. Financial projections estimate an initial loss of $38 million but profitability going forward. Outsourcing to Decision One is determined to be the best option to support the new large server business while maintaining Dell's customer-centric and low-cost business model.
Dell Computer Corporation exemplifies the principles of a Zero Time organization through its extraordinary growth and success. Dell eliminated middlemen through its build-to-order strategy where customers order PCs directly from Dell. This strategy allowed Dell to understand customer needs directly and adapt quickly to changes. Dell also practiced just-in-time manufacturing with minimal inventory. Coordination and constant change are core management principles at Dell to prevent suboptimization and respond rapidly to a changing environment.
The document discusses the fundamentals of in-house versus hosted EDI integration methodologies. It outlines the key components of an in-house solution, such as communication services, EDI translation software, mapping software, integration software, and staffing needs. It also outlines the key components of a hosted solution, such as pre-built connectivity and translation standards. The document provides considerations for selecting a hosted services provider, including decision support, connectivity options, infrastructure, integration tools, change management processes, and more. It aims to help readers understand the advantages and costs of each approach to determine the best solution.
Dell pioneered the concept of virtual integration, where it coordinates with strategic partners to assemble computers rather than vertically integrating and producing every component itself. This allows Dell to focus on adding value through customer service while leveraging others' investments. Key benefits for Dell include bringing products to market faster than competitors, offering extensive customization, attracting large business customers, reducing costs which it passes on to consumers, and achieving industry-leading growth and market share as a result.
Dell's direct sales model allowed it to achieve several strategic advantages over competitors. By eliminating resellers, Dell reduced costs and was able to pass on savings to customers. Dell also maintained very low inventory levels and collaborated closely with suppliers to achieve just-in-time manufacturing. This allowed Dell to quickly customize products for customers and respond rapidly to problems. Dell's build-to-order and mass customization approach positioned it for success as the PC industry grew rapidly in the 1990s.
The document provides an analysis of Dell's business strategies and competitive environment. It includes an overview of Dell's history and operations, vision and mission statements, internal and external environmental analyses using SWOT, TOWS and PEST frameworks, value chain analysis of Dell's competitive advantages, and a discussion of Dell's strategic approaches and competitors. The analysis aims to evaluate Dell's strategic position in the global technology market.
The document discusses how leading financial market firms are re-engineering their operations to respond to volatile market conditions and increased regulatory requirements. It finds that these "Leader" firms design their operating models to be more client-focused, agile, scalable, and collaborative. They excel at both innovation and compliance and outperform other firms by bringing together their front, middle, and back offices to better serve customers.
1. The document provides a history of Dell and its business strategies from 1996 to present. It discusses Dell's transition to a build-to-order model and virtual company structure to outsource non-core activities.
2. It also summarizes Bharti Airtel's strategy to partner with other companies to manage its IT infrastructure and contact centers in order to focus on customer service and rapid growth in India.
3. Both companies emphasize flexibility and using technology/outsourcing to efficiently adapt to customer needs and market changes while maintaining low costs.
The operations manager oversees all aspects of a company's production process including workflow, staffing, supply chain management, and financial oversight. They ensure production meets quality standards and is completed efficiently. For example, an HR operations manager creates the HR department budget, develops policies and training, monitors systems, and ensures legal compliance. Manufacturing produces physical goods while services are intangible. Services are produced on demand for customers while manufacturing maintains inventory. Manufacturing can automate production more than services which rely on labor.
The document discusses Michael Porter's generic strategies model which identifies three strategies for gaining competitive advantage - cost leadership, differentiation, and focus. It provides details and examples of each strategy. Cost leadership involves producing standardized products on a large scale at low cost. Differentiation focuses on making the product unique through features, quality, design or service. Focus involves targeting a narrow market segment and achieving either cost advantage or differentiation within that segment. The risks of each strategy are also outlined. The document then provides examples of Dell's successful implementation of virtual integration and targeting of customer segments to achieve cost leadership.
- Frost & Sullivan recognizes inContact for its achievements in cloud contact center solutions, awarding it the 2012 North American Company of the Year Award.
- inContact has successfully implemented its growth strategy, growing its hosted contact center market share and revenues through strategic partnerships and expanding into new industries and global markets.
- inContact continues to innovate, developing and enhancing its cloud-based contact center products and technologies to meet evolving market needs.
1. Dell needs to diversify its product portfolio and restructure its branding strategy to target both home and corporate users as PC sales decline. It must invest in areas like smartphones, tablets, software and enterprise services.
2. Dell's strengths include its direct sales model and efficient supply chain. However, it faces threats from substitute products and increased competition. It is too reliant on PCs and needs to expand into new areas.
3. Dell's marketing objectives are to transform its brand from a PC maker to a provider of enterprise products and services. It aims to diversify through acquisitions and mergers while supporting innovation in software, tablets, and smartphones. Developing new technologies to sell at lower costs also
The document discusses preparing budgets for a transition to cloud-based business communications solutions in 2012. It outlines three key questions to consider when preparing a budget: 1) How to reduce unproductive investments and focus capital on business growth opportunities rather than infrastructure, 2) Where to focus management attention on growing the business rather than underlying technologies, and 3) How to ensure flexibility to adapt to changing business conditions. Cloud-based solutions offer savings of up to 40% while increasing flexibility and reducing management overhead.
Why Choose the Nalpeiron Licensing Service vs. Building Your OwnJon Gillespie-Brown
Historically many ISVs have built their own licensing due to lack of flexible or cost-effective enough solutions to their needs, but with the advent of standards today, such as web services and new vendors like Nalpeiron who offer a modern hosted paradigm, many of those previous barriers to outsourcing have been removed.
So why has licensing lagged behind?
Download this white paper now to discover the real costs, risks, and issues associated with Software License Management solutions.
Dell Corporation achieved success by focusing on internal efficiency, low inventories, and competitive pricing. It has maintained the largest share of the computer market since 1991 by continuously collecting customer feedback and customizing products. Dell's strategy is to keep costs low through efficient operations with little manufacturing, retail, or production costs. This allows it to offer competitive prices. However, the document expresses concern that by not substantially updating products or developing new technologies, Dell risks losing customers to competitors that offer more modern options. It recommends Dell invest in product improvements and personalization to strengthen its position.
Dell is a leading provider of servers in the B2B market, headquartered in Round Rock, Texas. It pioneers the direct sales model and was the first company to record $1 million in online sales. Dell's PowerEdge servers are designed for medium to large businesses and offer affordable performance, reliability, and upgradability. While Dell faces increased competition from IBM and HP, it utilizes a low-cost leadership strategy and focuses on meeting customers' specific needs through mass customization and a variety of marketing strategies to continue growing its server business. The document recommends that Dell enhance customer support, offer data backup capabilities, and increase advertising and showrooms to further engage corporate clients.
Many CIO's and IT decision markers remain fascinated with the Open source Philosophy. Once viewed by some within the enterprise as a low-budget option to other proprietary software’s, open-source software has evolved into a strategic asset for many CIOs and IT administrators, earning equal footing in their businesses with proprietary software. But is it the right option for your business? This article tells us that the result to this question is neither art nor science, and offers a brief introduction for decision makers looking to go down the Open Source route for their Business Intelligence Solution.
10 things you need to know before buying manufacturing softwareMRPeasy
It is inevitable that for many companies experiencing growth, there comes a point when MRP software is needed. Here are 10 things you need to know before buying manufacturing software.
This document compares developing software in-house versus purchasing an off-the-shelf solution. It notes that developing in-house allows more control but is generally more expensive and time-consuming than using an off-the-shelf package. While off-the-shelf software may require customization, it benefits from being tried-and-tested by other users. Overall, the document argues that off-the-shelf is lower risk and offers more flexibility to change over time compared to bespoke in-house development for most software needs.
Updating Legacy Systems: Making the Financial Case for a Modernization Project ILM Professional Services
The document discusses the reasons why companies should modernize legacy IT systems, even when the existing systems still function. It outlines several signs that a system has become a legacy system, such as aging infrastructure, obsolete programming languages, lack of vendor support, and disproportionately high maintenance costs. The document then lists seven important financial reasons for modernizing systems, such as reducing security risks, adapting to changing business needs, lowering long-term costs, improving data integration, enabling mobile access, attracting and retaining employees, and building technical expertise rather than accumulating technical debt. It emphasizes planning modernization projects carefully to achieve business innovation.
Find out why IT-Outsourcing is good for your business!
Piximind Provides offshore IT outsourcing services with high added values that are matched with the quality standards and requirements of the international market. Piximind won the trust of numerous large IT companies in Europe & Middle-East through these values.
Salesforce.com created a blue ocean strategy in the CRM market by developing a cloud-based solution that was simple, affordable and accessible for small and medium businesses. This eliminated the pain points of traditional on-premise CRM software which was costly, complex and required extensive infrastructure. Salesforce's monthly subscription model of $65 per user dramatically reduced costs and barriers to adoption. Their focus on essential features and web-based access enabled rapid deployment and an improved customer experience. This blue ocean approach allowed Salesforce to dominate the lower end of the CRM market with new demand.
Salesforce created a blue ocean strategy in the CRM market by developing a cloud-based solution that was simple, affordable and accessible for small and medium businesses. This eliminated the pain points of traditional on-premise CRM software which was expensive, complex to implement, and out of reach for many companies. Salesforce's monthly subscription model lowered costs and barriers to adoption. It focused on core functionality rather than excessive features. This made CRM a viable option for more organizations and created new demand and profit in an untapped market space.
The document discusses how technology companies should approach integrating acquisitions in a modular way that keeps options open. It recommends loosely coupling integrations so that acquired assets can be easily divested if strategies change. This approach treats acquisitions like Legos that can be moved in and out of the corporate structure flexibly. It provides examples of how different business functions like IT, HR and accounting could have loosely coupled integrations.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
20 Comprehensive Checklist of Designing and Developing a WebsitePixlogix Infotech
Dive into the world of Website Designing and Developing with Pixlogix! Looking to create a stunning online presence? Look no further! Our comprehensive checklist covers everything you need to know to craft a website that stands out. From user-friendly design to seamless functionality, we've got you covered. Don't miss out on this invaluable resource! Check out our checklist now at Pixlogix and start your journey towards a captivating online presence today.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
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Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
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Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
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In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
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We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
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Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
2. 2
In particular, Dell OEM Solutions
has found that a company’s use
of third-party service partnerships
can be especially telling. The
most efficient OEMs tend to be
support-smart, leveraging OEM
Solutions beyond the savings that
can come from Dell designing
and providing a hardware platform
with fulfillment and logistics
services. They see reliable support
partnerships as a key to reducing
costs, and use support to help
gain competitive advantage in a
number of important ways.
This white paper examines some
of the attributes that make an
OEM efficient and pinpoints the
Dell OEM solutions that support
those attributes.
Characterizing the
efficient OEM
The most efficient OEM
companies save money by
leveraging the right product
warranties and service
partnerships—a key advantage
given how important cash can
be to a business and its ability to
seize new opportunities. By not
making a huge outlay of cash up
front to build service infrastructure,
and by exercising the option to
use managed services, these
companies are in a better position
to outpace their competitors.
Doing more with what you have is always an important goal—one that can help make
the difference between business success and failure. But how many businesses are able
to translate that goal into reality? How many are truly efficient? While criteria may vary,
extensive experience helping companies to produce and support their products has given
Dell™
OEM Solutions deep insight into what makes an original equipment manufacturer
(OEM) efficient. Dell has seen time and again that some OEMs consistently know how
to allocate their capital and other resources where they can do the most good.
But what leads some companies
to make the right decisions while
others do not? Based on insights
gained through more than a
decade of experience, Dell OEM
Solutions has identified six attributes
or characteristics shared by many
highly efficient OEM companies.
These companies capitalize on
being focused, agile, differentiated,
responsive, flexible, and scalable.
Focused
Many of the most efficient
OEMs play to their strengths
by focusing on intellectual
property and innovation.
“We never wanted to worry
about hardware quality or
performance...Now we can
concentrate on our value-add,
which is producing innovative
software.”
Bill Culman, Vice President of
Engineering and Operations,
QuorumLabs
Efficient OEMs understand their true
value in the marketplace. They do
what they do best, such as creating
great software products, and develop
ways to evaluate and innovate when
it comes to non-core activities.
Evaluating their options is a primary
indicator of efficiency—thinking
hard about what choice makes the
most sense for them financially
and operationally.
Some ultimately decide that the
costs of providing customer
support services entirely on their
own are greater than providing
some support services through a
partner. For example, companies
may find that maintaining a
global support infrastructure
causes a drain on capital
that could be better spent
developing new products. For
those that make this decision,
there are important benefits to
choosing Dell as a partner. The
OEM can remain the single point
of contact for its customers, yet
leverage Dell’s global support
infrastructure for parts and labor.
The OEM can deploy tech
resources by using Dell
behind the scenes and benefit
from around-the-clock
comprehensive customer
support services, with a network
that requires no up-front
investment. In this way, the OEM
can better preserve its capital
position and remain competitive.
The OEM has more resources to
invest in engineering and R&D,
for instance, instead of opening
and staffing its own service
locations and parts depots.
Operational cost savings
can occur in multiple ways.
First, Dell hardware quality is
3. 3
designed to keep service calls
to a minimum. With quality
control standards that exceed
many in the industry, Dell helps
reduce the burden of managing
resources for service functions.
Second, the Dell in-field repair
and spare parts program
allows OEMs to quickly resolve
service issues without having
to bear the cost of hardware
replacement inventory. For
instances in which the OEM
needs the highest level of
phone support and escalation
management, but does not have
a need for on-site support, Dell
OEM Solutions will collaborate
on a custom solution to meet
the customer’s needs.
Many companies are able to
further reduce service time and
cost by designing serviceability
into their products up front. For
example, the product design
ensures that front-side LED
indicators are visible by service
technicians at a glance, and
field-replaceable units such as
fans and hard drives are readily
accessible. Tool-less chassis
designs are also common. The
result: efficient service and lower
costs for the OEM.
“Our customers can avoid
significant downtime...
Meanwhile, we avoid the
costs of shipping replacement
appliances, the need to stock
replacement units in our
inventory, and the time to
repair hardware by working
with Dell ProSupport.”
Bill Culman, Vice President of
Engineering and Operations,
QuorumLabs
Agile
Efficient OEMs are able to
expand into new markets
and capitalize on new
opportunities without having
to build redundant support
infrastructure.
“We needed an OEM partner that
could deliver global support
so we could accommodate
organizations throughout
North America and Europe.
We can support our customers
effectively and efficiently
everywhere we do business.”
Stephen Catanzano,
CEO and President, Inboxer
Many fast-growing companies
face a situation in which their
product is highly successful in
one market area, but they lack
the local presence and expertise
to support their product in
another part of the world. By
using a support partner when
it makes economic sense, they
can more quickly and easily
enter new markets or regions
to capitalize on opportunities.
They seize these opportunities by
not waiting to build up a service
presence of their own, and by
not limiting themselves based
on the cost of an expanding
market share.
Rapid growth doesn’t have to
mean service suffers. Companies
can expand their business
into new geographic regions
while also reducing repair time
with Dell’s global integration
and fulfillment services and
worldwide support infrastructure.
Additionally, knowing that an
OEM product is built on a Dell
platform and supported by Dell
can help close sales with large
enterprise customers in geographic
areas where the OEM is not yet
well known. Dell OEM Solutions
understands the requirements of
different industries and the customs
and expectations of different
countries, and is ready to help the
OEM fit in and succeed. Beyond
understanding unique support
requirements in various countries,
Dell OEM Solutions helps customers
get their products to market
faster with simplified testing and
regulatory certification processes.
“We can reliably expand to new
geographic regions and deliver
outstanding comprehensive
support to our worldwide
customers thanks to the
global reach of Dell support.”
Chris Petersen, Co-Founder and Chief
Technology Officer, LogRhythm
Differentiated
Many efficient and successful
OEMs offer differentiating
support services that can help
drive new revenue streams.
“With Dell, we can deliver much
better service than we could
before...I anticipate that it will help
us gain market share. By working
with Dell, we can compete and
win against some of the major
players in the industry.”
Andy Eloff, Vice President, Raw Thrills
Efficient OEMs understand that
superior service is one of the most
effective ways to set themselves
apart from competitors. They look
4. 4
for ways to drive additional revenue
through profitable support services
customized to meet the demands
of their customers. Tracking
customer support status can be a
key to revenue generation.
Successful OEMs realize there is a
huge market to be tapped based
on understanding their customers’
technology life cycles. For example,
if an OEM knows that customers will
use its products for approximately
six to seven years, the OEM may
offer extended warranty coverage.
This offer can be made either at
the time of sale or by proactively
reaching out to customers when
initial warranties are about to expire.
Extended hardware warranty
service can provide additional profit
for the OEM and can be aligned
with extended coverage for other
elements of the solution including
software licensing and support.
Making the offer of extended
coverage also restarts the
conversation between the OEM
and its customers. Even if a
customer decides not to extend the
warranty, the renewed conversation
provides an opportunity for the OEM
to discover other opportunities—
such as new Requests for Proposals
(RFPs) that the customer may be
planning to send out.
Efficient OEMs can also differentiate
themselves from their competitors
by helping their customers maximize
productivity—proactive problem
avoidance, remote monitoring,
and self-support features like those
offered by Dell enable the OEM
to ensure continuous uptime for
mission-critical systems. Customers
purchasing OEM products may have
exceptionally high expectations in
terms of uptime. In fact, many large
customers have stringent service-
level agreements (SLAs) built into their
RFP documentation. With the help
of Dell OEM Solutions, OEMs can
compete for profitable but high-SLA
customers and provide assurance
that those requirements can be met.
Another competitive service
advantage is having access to the
Dell Web site, which provides a
highly regarded, one-stop shop for
Dell platform documentation, video-
based teardowns, script-based
troubleshooting, BIOS and driver
updates, and other support tools.
“Global support is a big issue
for us and the quality of Dell’s
support is a real differentiator...
Dell ProSupport offers direct
issue resolution at the customer’s
site, which gives our customers
confidence in their systems.”
Alexander Gun, Head of IT Service,
EXASOL
Responsive
Efficient OEMs deliver
responsive, reliable,
and seamless customer
experiences.
“100 percent of our appliance-
based customers benefit from
Dell 24/7 support for quickly
resolving any potential hardware
issues. Using Dell field services
for hardware support helps
us increase our operational
efficiency, but more importantly,
it helps meets the mission-critical
requirements of our customers.”
Shahar Layani, VP, Professional
Services, North America, Cyber-Ark
Software
Efficient OEMs know that fast
response and reliable service
are key elements for retaining
valuable customers and acquiring
new business. OEMs can deliver
significant improvements in
field service response time
to their customers, greatly
increasing customer satisfaction,
by leveraging Dell OEM Solutions.
For an efficient, seamless
customer experience, OEMs
can structure service so that
they maintain primary customer
contact while smoothly escalating
calls to the support partner.
With a customized queue, Dell
involvement can be completely
transparent to the OEM’s
customers. The OEM handles
the initial customer call and then
initiates a soft handoff to Dell for
additional levels of support.
OEMs often cite security as
another potential consideration
in their support model decisions.
Many OEM customers have
sensitive data, and using Dell to
avoid the need to ship appliances
for repair helps safeguard that
data. By the same token, if an
OEM prefers that a proprietary
appliance not be opened outside
the OEM factory, Dell can
accommodate that approach to
security as well.
Finally, OEMs want to give their
customers the most prized
outcome of all: peace of mind.
Customers of Dell-supported OEM
products can provide that to their
customers and concentrate on their
own core competencies, knowing
that their systems will operate
smoothly well into the future.
5. 5
“By working with Dell Support
Services for OEM, FalconStor
customers are able to protect
their IT investments and
maximize their performance.”
Eric Chen, General Manager,
FalconStor APAC Operations
Flexible
Efficient OEMs provide flexible
support options to meet
the unique needs of their
customers.
“Dell has always kept to a
four-hour response wherever
it’s been needed. This really
differentiates Dell from the
competition because other
firms aren’t as flexible. It
means a lot to our customers
and we’ve seen positive
feedback.”
—Dirk Vandenhirtz, CEO, LemnaTec
Many of the most efficient OEMs
recognize that their customers
also want to be efficient—they
enable customers to purchase
just the level of service they
need by offering a choice of
service plans. Dell can help
OEMs select from a variety of
field service plans, including
four-hour on-site response in
over 100 countries around the
world. Warranty coverage can
be extended by length of years,
speed of response, and other
factors to fit the customer’s
specific requirements. Dell has
more than 30,000 people in tech
support, parts, and field service
who are at the OEM’s disposal
to perform service and replace
parts on short notice.1
Collaborative troubleshooting
and service escalation can also
be customized to fit the OEM’s
unique service model. Many
OEMs prefer to handle the
initial customer call and then
initiate a soft handoff to Dell
for the second and third levels
of support. An OEM can deploy
tech resources by using Dell
behind the scenes or in the front
line on their behalf.
If an OEM’s technician decides
that the OEM product requires
hardware break/fix service, that
technician can use the Dell
Online Self Dispatch (DOSD)
tool to send Dell parts and
labor to the customer location
without having to contact Dell
OEM Solutions. This shortens
the service call time, ultimately
saving money for the OEM. It
also improves perceived service
quality, because the service is
quick and the OEM does not
have to disconnect the customer
to call Dell.
When OEMs have an especially
complex product, they can
divide support services between
their own technicians and
Dell support personnel. Dell
technicians could respond to
computer requirements such
as a hard drive replacement,
while the OEM’s more costly
specialized technicians could
remain responsible for the other
portions of the device. The
OEM would be able to reduce
service costs by limiting its own
technicians to only those repairs
requiring advanced knowledge
of the OEM system.
Efficient OEMs also have the
flexibility to increase support
for initial test units deployed at
a customer’s location, and then
provide more economical but still
responsive support choices like
four-hour or next-business-day
service once the platform is fully
debugged and stabilized.
“If our solution has an issue,
it can affect the whole
organization. We need the best
support for our software and our
appliance. Dell delivers on both.”
Adam Bosnian, Executive Vice President
of the Americas, Cyber-Ark Software
Scalable
One of the key strengths
of efficient OEMs is the
ability to quickly scale
support operations through
reliable third-party service
relationships.
“We know that Dell support
will scale well as we gain
customers.”
—Andy Eloff, Vice President, Raw Thrills
Sometimes rapid success can
catch an OEM off guard when
it comes to provisioning for
customer support. Support
service requirements can grow
exponentially as products gain
traction and sales take off. Under
these circumstances, how can an
OEM grow efficiently, profitably,
and with minimum risk?
Many successful OEMs grow
efficiently by tapping into as much
outsourcing support as they
need at each step of the way. For
example, it is entirely feasible for
6. 6
an OEM with just a single U.S. support location
to serve customers worldwide. The OEM’s
U.S. operators can dispatch a Dell part and an
engineer on-site in China—or anywhere the
company’s growth takes it.
Efficient OEMs can also grow profitably,
because warranty cost is built into each Dell
box and remains static and predictable as
the OEM scales. For example, there is no
additional cost for increased use of services
such as Dell Online Self-Dispatch as the
volume of support increases.
Using partner support services can mitigate
the risk inherent in expansion by limiting
the capital and human resources that OEMs
must invest in expansion efforts. OEMs
can leverage the Dell network instead of
hiring additional technicians themselves
and rely on Dell knowledge and experience
to smooth the way into new countries.
They can hand off the complexity of
warehousing and supplying parts as part
of the Dell service contract. These OEMs
also have a single point of accountability to
troubleshoot hardware problems as they
grow—someone that understands their
businesses and end-user requirements.
“Because we ultimately planned to sell the
Xdream around the world, we needed a
partner with a global presence that could
provide distribution and warranty support
services wherever we sell the product...
We estimate that we are saving 30 percent
of our per-unit costs by sourcing and
supporting products in each geographic
region through Dell OEM Solutions.”
Paddy Murray, President, Trixter North America
One size does not fit all
Dell OEM Solutions offers several categories of support
services, enabling OEMs to tailor the right amount of
parts and labor support for their needs.
Hardware Support
• Dell Basic Hardware Services—Companies receive
hardware repair and replacement during local
business hours, the most basic level of support.
While Basic Hardware Service is a start to maintain
equipment, most OEMs benefit from enhanced
levels of support.
• Dell ProSupport™
for OEM—Dell ProSupport for
OEM provides 24/7/365 support and includes a
90-day warranty extension, at no additional cost,
available exclusively on OEM-ready and Extended
Live hardware. OEMs can select the speed of
response, the level of protection, and the amount
of proactive support required to meet the needs of
their customer base—for example, four-hour, next
business day, or other service-level agreements
(SLAs) for parts and labor, collaborative hardware
and software support, and escalation management
(see Figure 1).
• Multivendor Support—OEMs can take advantage of
the award winning Dell ProSupport™
level of service
on all assets in your multivendor installed base, not
just your Dell assets. Consolidating your hardware
support under one service contract simplifies
support for your installed base and saves you
money, effort, and time.
Additional Services
• Dell Online Self Dispatch—OEMs can use this
Web-based tool to self-diagnose and send
Dell parts and technical personnel to a customer
location themselves, without having to contact
Dell OEM Support services.
• Dell IT Advisory Services—OEMs receive a
designated support contact to help manage
escalations, collaborate on custom service plans, and
provide service reporting across their installed base.
7. 7
Capitalizing on support
services with Dell OEM
Solutions
One of the most important
decisions an OEM can make
is the type of warranty and
support service chosen for its
product. Dell OEM Solutions
helps companies of all sizes in
a wide range of fields to bring
their products to market faster
and expand business volume
through smart warranty and
support choices. With Dell
OEM Solutions, companies can
combine industry-standard
Dell hardware with customized
design and branding to produce
a powerful, reliable, and
innovative product.
Start strengthening your
customer relationships with
a support-smart service
infrastructure today. Dell OEM
Solutions is ready to work up
front or behind the scenes for
your solution, helping you to
showcase and extend your value
to your customers.
For more information
Find out more about what Dell
warranties and OEM support
services can do for you. For more
information, contact your Dell
OEM Solutions representative or
visit: dell.com/oemservices.
Companies can take advantage
of a comprehensive selection of
services. Dell OEM Solutions offers
a flexible suite of support services
delivered via Dell’s global support
infrastructure (see the sidebar,
One size does not fit all).
Building a support-smart
organization
It all adds up to being smart about
customer support—knowing
when to use managed services
instead of putting more demands
on in-house tech support teams,
and understanding that resources
saved through an effective
customer service partnership
can be funneled back into core
product innovation.
Figure 1. Comparison of Dell Basic Hardware Service and Dell ProSupport
Local business hours support ü ü
Basic hardware troubleshooting ü ü
Multivendor hardware support + +
Next-business-day parts and on-site response + ü
24x7x365 support ü
In-region support ü
Hardware and software support from advanced technicians ü
Customer self-identified severity level 2 and 3 ü
Remote troubleshooting and diagnostics ü
Application/software how-to and troubleshooting ü
Getting-started assistance ü
Designated escalation management ü
ProSupportBasic
+ = Optional
Avaliability and terms of Dell Services vary by region. For more information, visit www.dell.com/servicedescriptions